Hyundai

I. Company BackgroundHyundai Corporation is Korea’s leading general trading company that has taken the lead in promoting export of Korea and Hyundai Group on the basis of solid global business networks. Hyundai Corporation, Korea’s leading general trading house, provides international trade and distribution services for a wide range of products, including steel, heavy machinery, ships, industrial plants, automobiles, electrical and electronic equipment, and basic commodities. In addition to export and trading, Hyundai Corporation has achieved remarkable success through investing in energy resource development projects in Asia and the Middle East. Hyundai Corporation has 34 years of experience in global trades, solid financing capabilities, and unparalleled regional and local expertise through our network of nearly forty offices worldwide. In recent years, Hyundai Corporation has further diversified its business portfolio by expanding into new business

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...I. Title: The Hyundai Group
II. Time Frame: (1987 – 1989)
The strikes of 1987 found their main base amongst workers in heavy industry, especially in Ulsan, the centre of Hyundai’s operations in South Korea.
III. Background of the study
The Pressure built up during the harsh years of military dictatorship, economic boom, and management style had caused several labor strikes.
For thirty years, South Korea had been ruled by a military dictator and growing calls for democracy had echoed through the 1970s and early 80s.
South Korea’s economic boom put Hyundai in a position wherein their strategy of low wages and hard work were no longer suffice in the face of rising competition from other developing nations and swelling demands from the country’s more independent youth generation.
At Hyundai, employees viewed the owners’ style as authoritarian in which the consensus is what the boss says it is. Also, company had created an image that was unwilling to change with the times.
IV. Point of view
Chung Ju Yung:
The founder of Hyundai, he is willing to tackle the impossible and unwilling to accept “no” from subordinates.
Hyundai Workers:
They want better working conditions and environment. They have been looked down on in Korea. They don’t have voices in management decisions and experienced erratic job schedules with lower wages.
V. Objectives
1. To improve the management style and cope with...

...Case Study: The Hyundai Group
Time Context:
Summary/Abstract:
Like many Korean chaebols, Hyundai was established only recently, in 1947 as
a construction company. But by the end of the 1950s, Hyundai Construction grew to
become one of the major construction companies in Korea. Then, Hyundai expanded
businesses primarily in the construction, heavy industry and automobile manufacturing
sectors during the next two decades to become the largest business group in Korea.
During this period, Hyundai was a major business partner for the government, by
gearing its corporate growth strategies to the government’s policies for economic
development. During the development era (1961-1988), the Korean government
insured or underwrote big business’ risky projects through its control over financial
resources as well as myriads of discretionary licensing and approval powers, and big
business actively capitalized on this insurance provided by the government. The
government and big business needed each other, albeit for different reasons, and
exchanged different resources to achieve common goals.
In the 1960s, Hyundai’s expansion mainly took place within the construction
industry by winning highway construction projects and investing in large-scale cement
plants. The Group also pioneered overseas construction markets during this period,
which gave Hyundai a leading edge when it...

...The Hyundai group is facing the dearth of leadership and a coherent strategic direction after the death of its founder Chung Ju-yung. The strategy of expansion and diversification of business portfolio and using this diversity to work in their favor by coordinating and sharing resources is not working for them anymore. Also, with the uprise of Asian giants like India and China, more and more companies from these countries are posing challenges for the new Hyundai. These companies are not only eating the revenue streams of Hyundai but also imitating the business model of Hyundai. In its golden days, Hyundai used to do business by avoiding direct competition with technologically advanced companies, Hyundai explored opportunities and extended its existing core competencies to develop a new business for them. The first company to be established in Hyundai Conglomerate was Hyundai Civil Industries, which is now known as Hyundai construction. The conglomerate grew at a tremendous pace until 1997 adding Automotive, manufacturing, construction, shipbuilding, electronics, and financial services companies to their portfolio. The company in its true essence reflected the achievements attained during South-Korea’s economic empowerment. South Korea went from having a GDP of mere 2.7b to becoming 12th largest economy of the world. The group had overall sales of...

...hyundai
11 July 2013 at 19:19
Part I
Overview
1. Time Context
Mr. Muhammad Soeparno was appointed by thegovernment of Indonesia to succeed Mr. Lumenta as President Director of GarudaIndonesia Airways on January 6, 1988. He had to announce his decision in frontof his head quarter’s employees during the monthly flag raising ceremony heldon the 17th of each month. Thus, the problem has to be solved on the 17thJanuary, 11 days after his inauguration.
2. Viewpoint
From the first place, the problem was aroused fromthe new President Director of the company. And the person who has the abilityand authority to solve the problem was Mr. Muhammad Soeparno.
3. Major Policy Statement
Garuda Indonesia Airways was an airline company. Itwas the first airline company in Indonesia and was reported as the biggest inthe Southern Hemisphere. And since it was owned by the government of Indonesia,its basic goal is to support the success of the development of airtransportation and tourism of the country.
4. Background of the Case
Garuda Indonesia Airways was able to operate infull swing March 1, 1950 since the historical time an aircraft bearing theIndonesian flag crossed the skies carrying the name of Indonesian Airway. Itsflight network continued to expand encompassing all of Indonesia, Singapore,Bangkok, manila and was able to establish routes reaching Europe and Tokyo.
Garuda continued to grow and gradually beganreplacing their propellered...

...paying more attention to Hyundai Motors based in India as the author is from India and has many friends and relatives working in that particular organization. This has enabled him to collect and gather the information from the employees working in Hyundai Motors.
The beginning of Economic Globalization in 1980’s immense wealth has been created world over. This growth has helped many countries in their development. Still there were many who faced a dip in their growth rates. Many companies also started to explore different world markets to widely spread their business. Many Multi nationals created immense GDP for their own countries. But still there were many setbacks which arose due to this and still existing. Notably India had and is still facing problems due to this. India still is in developing stage because many of our skilled workers are wasted. They work with foreign companies based here. Yes there are notable changes happening but still the growth rate is very slow in India due to this problem. Since the author is from India he has decided to study the effects caused by Economic Globalization in India.
1.1 RESEARCH AIM:
The main aim of this study is to find the impact of Economic Globalization in Hyundai Motors. This study focuses more on the challenges faced by Foreign Investors in India (Hyundai Motors India) and the challenges faced by the companies in the global market. The study concludes by...

...HYUNDAI MOTOR COMPANY
1|P a g e
ORIGIN:
Hyundai Motor Company was established in 1967 by Chung Ju-Yung. The company's first model, the Cortina (picture on right), was released in cooperation with Ford Motor Company in 1968. When Hyundai wanted to develop their own car, they hired George Turnbull, the former Managing Director of Austin Morris at British Leyland. He in turn hired five other top British car engineers. They were Kenneth Barnett body design, engineers John Simpson and Edward Chapman, John Crosthwaite ex-BRM as chassis engineer and Peter Slater as chief development engineer. In 1975, the Pony, the first Korean car, was released, with styling by Giorgio Giugiaro of ItalDesign and powertrain technology provided by Japan's Mitsubishi Motors. Exports began in the following year to Ecuador and soon thereafter to the Benelux countries. In 1998, Hyundai began to overhaul its image in an attempt to establish itself as a world-class brand. Chung Ju Yung transferred leadership of Hyundai Motor to his son, Chung Mong Koo, in 1999.[] Hyundai's parent company, Hyundai Motor Group, invested heavily in the quality, design, manufacturing, and long-term research of its vehicles.
BACKGROUND:
Hyundai was founded as a small construction firm by Chung Ju-yung in 1947. Hyundai Construction began operating outside of South Korea in 1965, initially entering...

...﻿1. INTRODUCTION
In this the second report on Hyundai will define and go over the strategies that has led Hyundai to where it is now on the global market. We will then go into the specific strategies employed by Hyundai to make it a global competitor. We will then follow with a particular issue that Hyundai faces and the solution we feel best addresses that issue.
2. CONCEPTS
Here is the concepts part of this report we will define and discuss the different strategies used by Hyundai and other companies use. These strategies are known as generic strategies, cooperate strategies and international strategies.
2.1. Generic strategies:
We will be discussing and defining the generic strategies used by Hyundai and other companies in the following part .There are four generic strategies; cost leadership, differentiation, focused low-cost, focused differentiation, and combined strategy. Cost leadership is a strategy used by businesses to undercut rivals on price, gain market share, and maintain or even increase profitability. Differentiation strategy implies distinguishing yourself from rivals by offering something that they find hard to match and valued stronger by customers. Focused low-cost strategy is when businesses target a certain segment or niche, and try to be the low-cost player in the niche. Focused differentiation strategy is when businesses target a certain segment or niche, and...

...industries?
a. Firm strategy, structure, and rivalry- refer to the nature of domestic rivalry, and conditions in a nation that determine how companies are created, organized, and managed. The presence of strong competitors in a nation helps create and maintain national competitive advantage.
HMC-
■ With many competitors battling for market share, carmakers such as Toyota, Nissan, Honda, Hyundai, General Motors, Ford, DaimlerChrysler, Renault, and Volkswagen operate on relatively thin margins. The automotive industry has been suffering from excess production capacity. Although there is a capacity to produce 80 million cars globally, total global demand runs at only about 60 million a year. Thus, car manufacturers typically employ only 75 - 80 percent of their production capacity.
■ Industry Characteristics: Capital-intensive with numerous mergers and acquisitions in recent years- Ford and Land Rover, Jaguar and Volvo, Ford and Jaguar and DaimlerBenz with Chrysler (Daimler preparing to divest Chrysler).
■ Their &amp;quot;10-year warranty&amp;quot; strategy was a major turning point for Hyundai, and they set about designing and building cars based on much higher quality standards. While still maintaining low prices, HMC was able to provide substantial extra value to consumers.
■ Geographic diversification - HMC built a factory in Turkey in 1997, in India in 2000, (with a second plant in 2007), and in China in 2002- main advantages of these...